Multiple twin studies have been conducted over the last three decades to examine leadership inheritance. Such research findings help determine both born and made leadership since one twin controls the other and repeatedly suggests that leadership has a significant genetic base (Boerma et al. 2017). Nonetheless, several historical examples corroborate the assertion that leaders are made rather than born.
The preponderance of twin research indicates that leaders’ personality qualities have moderate genetic influences. The rs4950 genetic marker, “a single nucleotide polymorphism (SNP) on the neuronal acetylcholine receptor gene,” may be linked to leadership role occupation (Avolio & Hannah 2020, p. 2). To analyze genetic and environmental factors on leadership, identical or monozygotic twins who match one hundred percent of their genetic information can be contrasted to fraternal or dizygotic twins with fifty percent of their genetic material (Boerma et al. 2017). Despite the scarcity of human testing on this topic, researchers have relied primarily on statistical analyses of variance between pairs of twins to evaluate how differences between the research participants correlate with genetic or environmental variables. Twins who are identical NASA astronauts Mark and Scott Kelly, as well as former US Navy commanders, have each spearheaded significant space discoveries (Boerma et al. 2017). The studies may help understand how genes establish the framework for leadership. For instance, if the twins’ genetic leadership qualities can be cultivated in the correct setting, they are born with the potential and aptitude to emerge as leaders. Data consistently demonstrate a genetic component to leadership in certain instances, implying that leaders are born rather than made.
In most situations, inhabiting a leadership gene does not indicate that the individual will become an exceptional leader. Boerma et al. (2017) mention that it is a common misconception that excellent leaders are born to leaders. For instance, while twin research findings and molecular genetics have offered indirect proof in correlation coefficients or relationships with self-reported leadership occupation, these researchers have also concluded that leadership is multifaceted. Boerma et al. (2017) present Walt Disney’s bibliography, a notable historical example of a self-made leader. The future animation film producer grew up with a modest housewife mother, an ambitious father who failed at most business ventures, and four ordinary siblings. Walt’s austere and distant father aggressively forbade him from participating in artistic activities. Despite this, Walt triumphed with Mickey Mouse at the age of twenty-nine. He succeeded via tenacity, learning from mistakes, and skill growth. Another example of an excellent leader emerging from a less-than-leader-like background is John D. Rockefeller Sr., who built his enormous riches gradually and carefully, through successes and failures, rather than through a preset set of inherent leadership characteristics (Boerma et al. 2017). Leaders, particularly excellent leaders, far more often emerge through time due to hard effort and personal experiences.
To summarize, despite evidence that genes may play a role in acquiring leadership attributes, leaders are made rather than born. The outstanding and successful individuals were mentored, learned from their surroundings, and developed with time and experience. It is critical to remember that everyone has substantially varied perspectives of the world and sees their environment differently.
Reference List
Avolio, BJ & Hannah, ST 2020;2019, ‘An enduring leadership myth: Born a leader or made a leader?’, Organizational Dynamics, vol. 49, no. 4, pp. 1-8.
Boerma, M, Coyle, EA, Dietrich, MA, Dintzner, MR, Drayton, SJ, Early, 2, Johnnie L, Edginton, AN, Horlen, CK, Kirkwood, CK, Lin, AYF, Rager, ML, Shah-Manek, B, Welch, AC & Williams, NT 2017, ‘Point/Counterpoint: Are outstanding leaders born or made?’, American Journal of Pharmaceutical Education, vol. 81, no. 3, article 58.